CHANGE AND INNOVATION

Change and Innovation

[Name of the Institute]

Change and Innovation

Introduction

Organizational changes are often focused on change in culture and behavior. Culture is, quite simply, the way things go in an organization. The culture is shaped by values and underlying assumptions. Employee behavior, which in contrast to the cultural lens is visible, is driven by the prevailing culture. Change is often long and difficult processes that require a lot of perseverance of the people behind the change. The reason is that an organization is not a collection of loose parts, but a set of related, partially overlapping aspects. Therefore, it is so important in systems thinking. Companies where systems do not run frequently form problem to problem. A manifested problem is resolved, but the underlying cause remains. Improvements are merely symptoms (Patel, Patel, 2008, pp. 233-251). The result is sometimes negative, because the 'quick fix' has negative effects on other parts of the system. Organizations are systems and to implement change is to recognize this system as a whole and the relationships between varying parts of considerable importance.

Balancing Change and Innovation

Currently, it is possible to say that companies already positioned in the market, find it difficult to deal with radical innovations. This is because they are governed by greater attention to customer demands and make investments that generate excessive returns. As a company matures, more of its capabilities emanate processes: in established companies, the market and values define what it can do, i.e. what is their real impact in the field of business. Because the material resources are more flexible and adaptable than processes or values, small businesses tend to respond better to changing contextual large corporations. The crucial question is why it is so complex to innovate. The ability to adapt to changing a company depends on three key ...